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My role as a founder-CTO: year 8

miguelcarranza.es

51–60 of 152 posts

Re: My role as a founder-CTO: year 8

#51

Earlier quoted context omitted.

Did you just generate a GPT rant and find-replace every — with --?

Why does everyone assume that everything posted is based on GPT? There are people in this world who know how to write.

Because only a complete sociopath (or someone replacing AI's –) would have this much -- in their copy

Re: My role as a founder-CTO: year 8

#52
post #49

Earlier quoted context omitted.

Perhaps I'm just a naive young imbecile. Even with such a golden ticket ride to the heavens? You could do anything, focus on your family and build your little castle or depersonalize even, change countries, change your identity, make new connections, live a completely different life...

I don't think you're an imbecile. People just like living differently. "Work to live" vs "live to work" and all that. Some people like working a stable but boring 9-5. Some people like working a challenging job, even for longer hours and lower pay. Some people like building things; some people like coordinating teams and managing people; some people like maximizing financial returns and seeing numbers go up. As to wh…

I can definitely understand you. Interesting you mentioned Victoria's Secret, another area that I am highly interested and could make money is fashion. I could mention the cases of models (Tatjana Patitz, Gisele Bundchen) climbing this money ladder of luxury, but too off-topic for this site.

Different adventures, different life obsessions...

Re: My role as a founder-CTO: year 8

#53

Earlier quoted context omitted.

My “analysis” was the idea of a private company that seems to want to stay independent and control their own destrone like the author of the submission wants. There are only two ways to stay independent - stay private forever or go public. Once you take outside funding, you really have no choice but an acquisition or go public. VCs don’t want to get tiny dividend checks. Even public shareholders will insist on a sale…

Going public doesn't keep you independent, though, unless you were already the kind of unicorn that has enough pull to own a massive amount of shares and/or a special class of them

Isn’t that what I just said?

> Even public shareholders will insist on a sale at the right price

Re: My role as a founder-CTO: year 8

#56
post #50
post #40

Earlier quoted context omitted.

> It is like these people are hell bound to the work culture, diehard workaholics. They don't know anything else outside of a computer screen. This is a founder/CTO. You don't get to be a founder or C-level without making work a lot more of your life than just a 9-5. As much as people complain about the C-suite not doing anything and spending all their time golfing, they're basically on work mode 24/7. I've never wor…

Ive worked with a lot of people who sent emails at 2am and in each case it was not necessary but it was performative.

Night owls who check in before they go to bed probably. I've done it, and I wasn't like "oh I will get some points for this!"

Re: My role as a founder-CTO: year 8

#57

Earlier quoted context omitted.

Going public doesn't keep you independent, though, unless you were already the kind of unicorn that has enough pull to own a massive amount of shares and/or a special class of them

Isn’t that what I just said? > Even public shareholders will insist on a sale at the right price

Yes, but that isn't all you said and it isn't even right.

Public shareholders generally don't insist on anything as they are dispersed. They may elect directors to the board, but that question gets into all sorts of dynamics about who actually really votes when annual meetings come around, board independence, activist shareholders and whatnot.

Put all of that aside and assume for a second that directors are a perfect representation of shareholder interests. Boards do not "insist on a sale". Instead, they may have the _fiduciary duty_ to consider bona fide acquisition offers and take the decision that maximizes shareholder value, triggered upon certain conditions (cf Revlon Duties)

Re: My role as a founder-CTO: year 8

#58
post #32

Earlier quoted context omitted.

> having nine figures of wealth is not an unvarnished good, and in particular makes raising grounded, self-reliant kids pretty complicated Sure, but I’m pretty sure if you asked those parents if they’d rather lose all their money to make parenting easier their answer would be a resounding “no”.

Those aren't the choices. You don't understand how the poster passed on nine figures -- but if the secondary sale netted 7 figures (likely), the choice is in fact between having enough wealth to have total security for one's family versus having so much wealth that the wealth itself creates anxiety.

Correct. The secondary provides the safety net to confidently swing for the fences.

Re: My role as a founder-CTO: year 8

#59

I had never heard of the company RevenueCat. It looks like a system for mobile app developers to make in app purchases. A few Internet sources say that RevenueCat has about 120 employees. I'm in a completely different field so I'm not going to claim to understand all of that but I have worked for 2 startups. The author talks about himself and his co-founder Jacob and they went back and forth on whether to sell or not…

Startups (businesses in general) are a game and the employees are resources.

Don’t take it so personally. I did once too.

If the employees think they know better, there’s nothing stopping them from starting their own businesses and destroying their boss.

Re: My role as a founder-CTO: year 8

#60

Earlier quoted context omitted.

[flagged]

They do another startup of course.

Yeah. I know someone that started 4 companies and another that started 5. Out of those they had about a 50% success rate in selling to a larger company, stay about 3-4 years to vest, then leave to make a new start and repeat the cycle. Unfortunately I worked at 2 of the startups that failed.
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